Top Ten Issues for Library Workers
(Not in ranking order)
Reduction of career paths for members by eliminating highly skilled public service positions with l lower-skilled generic job positions: generic job positions make it easier for management to reassign or transfer staff members within the system as they see fit. The public suffers as well since patrons lose the assistance of highly skilled and knowledgeable staff.
Elimination of full-time staff and replacement with part-time staff who are paid at lower rates and have fewer or no benefits: the lack of full-time work forces part-time workers to work overtime, and or additional hours which causes stress and fatigue. Again this can have a negative impact on the quality of customer service given.
Increase of call-in workers and temporary work: some employees move from one temporary to another temporary for years before gaining a permanent position. This results in some positions that have high turnover rates which puts a huge strain on the branch or department staff who must cope with gapping, and training new staff. In addition to the ever changing technology patrons find themselves dealing with ever changing staff members making their visits feel less friendly and engaging.
High adoption to new technologies with rapid changes as well as automation (i.e. self-checkout and check-in) eliminates valuable social contact for both employee and the public, erodes customer service and further disenfranchises those with physical and mental challenges. Technology does create additional barriers for seniors, new immigrants whose first language is not English, and those who struggle with literacy.
Increasing reliance on electronic reference and formats at the expense of book, periodical and other material: reference and specialized collections are disappearing along with the expertise of staff. Ebooks while popular, require the purchase of technology at a cost that is prohibitive to those with little income. Books on the other hand, are accessible to all, do not require batteries, are very portable and offer a richer tactile experience.
Closer of small branches and movement to larger branches serving a larger geographic area: Much of new automation equipment and technology cannot be accommodated in small branches. People in these small, poorer, or rural communities are forced to travel with their family’s further distances to these new larger branches that lack the personal service they have grown accustomed to.
Gutting of mid-level good income positions: as a public service organization, in addition to providing services to their communities, libraries have a social responsibility as employers to ensure a staff complement that is representative of all classes of workers within their community. A polarized work force comprised of full- time Managers, Librarians and IT staff at the top pay bands, part-time information clerk positions at the bottom but fewer mid-level full-time positions, offers little opportunity for advancement within the organization, and is demoralizing for staff.
Tight staffing: libraries are giving in to public demands for more open hours of service but not increasing their staffing levels. Library workers are expected to offer more with less. Patrons find themselves waiting for service, or not getting any.
Retailing of Libraries: shared collections centralized material ordering and heavy reliance on jobbers and books plans (many of them non-Canadian) are moving libraries away from the concept of unique “neighbourhood” or community branches. There is a “one size fits all approach when it comes to library branches, regardless of the uniqueness of a community. Retail concepts such as “merchandizing” and “customers” are now being embraced by libraries as they compete with large chain retailer.
Increasing loss of meaningful interaction with our patrons which diminishes our job satisfaction and pleasure in working with the public.